Report Focuses on Departmental Reforms and Inter-Agency Coordination
and Communication

Mayor Michael R. Bloomberg, Police Commissioner Raymond
W. Kelly, and Fire
Commissioner Nicholas Scoppetta today released the studies conducted
by the management-consulting firm of McKinsey & Company (McKinsey)
concerning the NYPD's and FDNY's
responses to last year's attack on the World Trade Center. Earlier
this year, the NYPD and FDNY each enlisted the services of McKinsey
on a pro-bono basis to identify both the effective and ineffective
aspects of the responses so that the City might be better prepared
for large-scale emergencies in the future. The independent, comprehensive
reports confirm the tremendous bravery and heroism of the men and
women of both Departments in conducting the most successful urban
emergency evacuation in modern history, as well as highlighting important
areas for improvement in responding to large-scale emergencies.

"The findings
of the McKinsey report illustrate both the strengths and weaknesses
of the New York Police Department and Fire Department in handling
large-scale emergencies, and provide significant opportunities for
these vitally important agencies to improve their ability to respond
to potential crisis situations in the future," Mayor Bloomberg
said. "Some of the report's recommendations mirror the initiatives
launched by the NYPD and FDNY over the last few months to promote
inter-departmental communication and coordination and protect New
York City during catastrophic events; others deserve thorough consideration
by the respective Commissioners. We owe it to those we lost and to
those they left behind to learn what we can from this tragedy and
I would like to thank McKinsey for their hard work so that these two
agencies can build on the their proud traditions of being the world's
Finest and Bravest."

"In the end,
this examination of our performance will make us a stronger Department,"
Commissioner Kelly said. "None of the findings detract in any
way from the remarkable heroism and life saving efforts by the police
officers and firefighters who responded that day."

"This report
by McKinsey & Company successfully completes the goal we outlined
six months ago: to look independently at the Fire Department's response
and operations on September 11, to see what lessons we could learn from what happened,
and to come up with recommendations for change - along with a blueprint
to implement those changes - that will leave us better prepared if
we are ever again confronted with a catastrophic emergency,"
Commissioner Scoppetta said.

In its review
of the NYPD's response to the attack on the World Trade Center, McKinsey
identifies several opportunities for improvement in the emergency
response capabilities of the Police Department. The report highlights
the following areas for potential improvement:

Clearly
defining the roles and responsibilities of key NYPD officials during
large-scale emergencies

Establishing
a comprehensive emergency preparedness and response plan, which
includes counter-terrorism training

The NYPD has
already begun to address many of these issues, and has established
several task forces to develop specific action plans in the areas
of operational command, communications, personnel deployment, equipment
and logistics, intelligence, training, and planning. In addition,
since January 1st, the Police Department has implemented a series
of reforms independent of the McKinsey report:

Created
a counter-terrorism unit

Expanded and
enhanced intelligence division

Revised command
and operational succession plan

Improved mobilization
procedures

Upgraded equipment
for officers

In its review
of the FDNY's response to the attack on the World Trade Center, McKinsey
identifies several opportunities for improvement in the emergency
response capabilities of the Fire Department. The report highlights
the following areas for potential improvement:

Improving
the FDNY's internal and operational capabilities in emergency situations
by utilizing its Operations Center to coordinate incident command
and control throughout the City

Creating
specialized incident management teams

Instituting effective staging and recall procedures

Establishing
mutual aid agreements with other agencies

Improved
and expanded planning procedures

Scenario-based
training

Enhanced
communications processes and technologies

Flexible
family and member support services

Effective
coordination of the FDNY's emergency response plans with those of
other agencies at the City, State, and Federal levels

The FDNY has already
enacted measures aimed at achieving many of the goals set forth by
the McKinsey report, including expanding and reorganizing the Department's
top uniformed ranks through the appointment of five Staff Chiefs as
Borough Commanders.

Since January 1st, the NYPD and FDNY have launched several initiatives
and established various policies and procedures to facilitate inter-agency
cooperation, coordination, and communication during emergency situations.
In addition to regular meetings between Commissioners Kelly and Scoppetta,
the collaborative measures include:

Assigning
Departmental liaisons for placement at the agencies' respective
headquarters